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Project Sales

Fairfax, VA
January 01, 2020

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Responsible for: the executive leadership of 8+ full life cycle multi pillar SaaS (HCM, ERP, SCM), PaaS, IaaS Oracle Cloud implementations and O & M and 10+ full life cycle Oracle EBS 11i and R12 integrated Financial, Federal Financial, SCM, and Hyperion upgrades and implementations; P & L; and building and maintaining executive relationships for engagements from $5M-$600M where I was accountable for the overall success of large enterprise projects as well as coaching/mentoring other project managers on best practice project management. I worked with staff in project estimation and budget creation and created project plans, and integrated project schedules. Worked with business leaders to quantify project benefits, document change management plans, understand critical requirements and manage overall expectations. Responsible for communicating project status and proactively working with project team members to ensure delivery within budget and schedule and meeting or exceeding client expectations.


Led 8+ full life cycle multi-pillar (HCM, ERP, SCM) Oracle Cloud implementations

OAC, OCI, OIC, RICEFW implementations

Lead Cloud recertification effort for more than 15 applications

Sell and lead 10+ global, multicurrency Oracle R12, 11i, integrated Financial, SCM, HCM and OBIEE upgrade and implementation projects

Specialist in R12 EBS/Cloud (Financial Apps including Federal Financials, Sub Ledger Accounting, Financial Accounting Hub, SCM, CRM, OBIEE, Security, etc.) evaluation, selection, requirements/package fit/gap analysis, implementation/run and maintain

R12 application suites implemented and upgraded included: Global Core HCM, Workforce Management, Workforce Service Delivery, Integrated Talent Management, HR Analytics, Financials including Sub Ledger Accounting and the Financial Accounting Hub, Federal Financials, SCM, CRM, Service Management, Project Portfolio Management, Advanced Procurement, Logistics/Value Chain Planning, Hyperion & OBIEE.

Established multiple national and global PMOs, including setting up and using MS: Project Server and SharePoint along with training tens of PMs in the use of MS: Project, CSC’s global project management methodology, use of Project Server, and project estimating.

Internal teaming/stakeholder mgmt./customer service improvement and communications mgmt

Manage 25 Project Managers

Led top 2 gross profit Cloud projects: 72%,54%

Reduce Practice G&A by 7%.

Increase Revenue 25%.

Increase Gross Margin 22%.

Across all projects average 25% change order value of total project value

Governance: Board of Directors, CFO, Executive and client relationship building and management

Team member development, coaching, mentoring and leadership

P&L Leader

Increase Backlog $19M.

Oracle OUM/AIM Methodologies

Increase Utilization rate 10%.

National ERP/Cloud Practice Leadership

$5-$800M/5-345 FTE Global Project Management

Turn around 5 challenged projects to on-track.

Author of DOE Project Management Strategic Plan

Earned Value Management

Contributor PMI PMBOK and OPM3

Requirements/Design/Communications /Quality/ Configuration Management

Estimating/Risk/Issue Management


Independent Oracle Cloud Leadership Consultant

4/19 – Present

UCLA Oracle Cloud ERP (Financials) Technical Team Lead. Led 8 team, 75 FTE Technical Effort. Began project as Co-Technical Team Lead, promoted to Technical Team Lead, placed by client for consideration for overall Project Manager/Director of entire project. Initiated coordination with Functional Team Lead, EPBCS Team Lead, and acting Project Director. Instituted Technical-Functional Teams coordination. Created Technical-Functional Teams MD50 coordination process. Introduced Oracle Cloud applications Role and Responsibility based security to Functional Team. Worked with Functional Team to generate new Chart of Account. Worked with Functional Team to create new Project Accounting team based on CoA requirements. Worked with Functional Team on Reporting and Query Requirements. Coordinated with Systems Integration Technical Lead. Leveraged UCLA Light House status with Oracle and my relationships with Oracle SVPs to improve value of services and relationship with Oracle along with reducing Oracle costs for unneeded products. Led implementation of OAC, OIC, OCI, Reports, Forms and all RICEFW objects.

InnoApps Oracle Cloud Program Manager

11/18 – 8/19

ETRN Oracle Cloud ERP (Financials) Project Manager. Led project team responsible for GL, AP, AR, FA, Cash Management, Tax, Reports and Queries. Responsible for all aspects of project: Requirements Analysis, Design, Fit/Gap Analysis, CRPs, Build, SITs, UATs along with Pod Strategy, Instance Management, Configuration Workbooks, Key Design Documents, MS: Project MVP, Sub Ledger Accounting, CoA Segments, Design Workshops, Test Strategy and Plan, Communications Management.


7/17 – 10/18

Successfully completed 3 out of 4 Cloud HCM projects – 4th cancelled by client

Partnered with Deloitte, PWC, Cap Gemini, Baker Tilley

Led top 2 gross profit Cloud projects: 72%,54%

Introduced Earned Value Management to Delivery Team.

Increased net profitability 4% across all projects in $150M BU.

Average 40% change order value of total project value.

Created Engagement Partner practice.

Served as Lead Engagement Partner.

Coordinated Engagement Partner Practice with Sales and Delivery organizations.

Created and communicated Engagement Partner value proposition to sales prospects.

Oracle Cloud HCM/ERP Lead Engagement Partner

Created and communicated Engagement Partner value proposition to sales prospects.

Established Executive relationships with clients.

Increased revenue $12M via implementation of Engagement Partner Practice.

Increased Gross Profit 30% on all project where Engagement Partners were employed.

Introduced use of MS: Project, Earned Value, Risk Action Item, Issues, Decision Making tracking on all projects

Established client Executive Sponsor project status progress/performance metrics.

Introduced us of late tasks to measure project progress on all projects.

Introduced us of RAID metrics on all projects.

Educated, trained, and mentored all PMs on us of PM metrics and status reporting.

Introduced Quantified Executive Project Measurement metrics to all projects


10/16 – 6/17

Lead 63 FTEs, of firm’s consulting organization,

Reduced AR days outstanding from 85 to 46.

Introduced use of MS: Project on all projects

Implement Finance, SCM, WMS, OPM applications.

Create and lead Client Partner program.

Implement. Cloud at 3 clients.

Turn around 5 projects from challenged to on-track.

Manage 13 Project Managers & 20 Projects

Implement Finance, SCM, WMS, OPM applications.

Manage 13 Project Managers & 20 Projects

EBS and Cloud National Practice Lead

Lead cloud recertification effort for more than 15 apps.

Improve Delivery Methodology and Training.

Improve sales estimating tool.

Reduce Practice G&A by 7%

Responsible for more than $21M Revenue

Grew Revenue $1.2M.

Create and lead Client Partner program.

Implement. Cloud at 3 clients.

Turn around 5 projects from challenged to on-track.


10/14 – 9/16

US Government Printing Office (GPO) Oracle EBS R12 Upgrade Proposal and Project Initiation Leader. Led

successful proposal effort in pursuit of $10M+ GPO Oracle R12 Federal Financials, SCM (EAM, Inventory, Purchase BOM), and CRM applications upgrade. Increased revenue $2M over 6 months. Increased profit margin 23% over 6 months.

GCSS-MC-SPAWAR R12 SCM challenge/proposal effort. Built multi corporation team. Built relationship with Navy SPAWAR executives that resulted in Navy allowing late entry into $12M competition that resulted in the team making the final list of vendors for the opportunity.

IBM Public Sector Oracle Applications Practice / Associate Partner

9/13 – 10/14

Department of Health and Human Services R12 Upgrade Proposal Leader – Led multi-firm proposal effort in pursuit of $50M+ HHS Oracle R12 applications and related infrastructure, processes, and change management. Managed corporate teaming with IBM outsourcing/data center/HW/and SW divisions, proposal generation, costing, internal IBM partnering with other IBM divisions, BAFO response to HHS short list down select. Led Orals presentation and responses to HHS Q&A.

State of California Teacher Retirement System (CalSTRS) Proposal Leader – Led multi-firm proposal effort in pursuit of $25M+ State of California Pension and related systems proposal. Managed bid/no bid decision process, comparison to other recent state pension system RFPs (Illinois, Wisconsin), scope comparison, SWOT analysis, price to win, business/technology/service requirements, proposal storyboards, proposal generation, costing, package bid.

Department of Defense Enterprise Accounting and Management System (DEAMS) Proposal Lead - Oracle Applications Project Executive – Oracle applications upgrade requirement decision go/no go, build multi-firm team, lead interaction with DOD on requirements, led oracle applications architecture, functional/technical/process/change requirements development, solution architecture, costing/pricing, bid submission and led orals presentation.

Program Turn Around Leader for 2 R12 Financial Applications projects


Grew consulting revenue 19% to $59M in FY2014.

Sold new $13M follow on phase 2 with $74M phase 3.

Grew total account Head Count from 54 to 87.

Turned account from Non-Client reference to Reference client for consulting in one year.

Implemented 11 Finance and SCM applications

Implemented 1 Cloud Finance project


Revenue = $75M on track to hit $90M over perform target.

Margin $ 127% of goal.

Bookings/backlog of $100M

Pipeline $41M.

Headcount grew from 53 to 117

Accenture Sr. Manager, Oracle Financial Applications

1/12 – 9/13

Cisco. Led 50-member team on $100M global R12 Financials, SCM, and OBIEE implementation for Global Business Unit CFO supporting 10,000 users.

Con Edison. Managed 100-member team on $150M R12, Financials (including Financial Accounting Hub), SCM, CRM, and Full Hyperion Suite implementation supporting 7,000 users. Led to $12M 1+ year follow on run and maintain engagement.

Morningstar. Led 15-person financial team on $15M upgrade from 11i to R12 Financials, SCM, CRM, Hyperion and integration with Sales Force Dot Com supporting 500 users in 10 countries.

Grew consulting revenue 17% to $85M in FY2013.

Prepared and delivered $100M project overview/kickoff presentation to 1000+ global CFOs, stakeholders and users.

Grew total account Head Count to 125.

Turned account from significantly behind schedule and over budget to on time and budget completion with client adding $12M 1+ year operations and maintenance work and premier reference client.

Board of Directors monthly reporting and relationship creation.

Revenue = $150M on track to hit $170M over perform target.

Margin $ 140% of goal.

Established Governance Board with all 6 Global CFOs.

Bookings/backlog of $200M

Pipeline $150M.

Headcount grew from 15 to 25

CSC Director, Oracle Application Projects

2/01 – 7/11

US Marine Corps. Led the 50-member implementation team on $50M R12 Federal Financials and SCM implementation including Hyperion 1,000 users. Environment up and stabilized for 2 years.

Raytheon. Managed 100-member team on $100M R12 HR, Financials (including Financial Accounting Hub), SCM, CRM, Hyperion implementation supporting 7,000 users. Led to $20M follow on engagement.

Department of Energy. Led a 75-person team on $60M update of Cabinet Agency’s laboratory organization from 11i HR, Federal Financials, SCM PLM, and Hyperion to R12 supporting 1,000 users at 28 National Laboratories and their respective Site Offices and Head Quarters Program Offices.

WorldCom. Managed 75-person team on $150M 11i implementation of HR, Financial, SCM, CRM, and BI/DW applications. Also, managed implementation of enterprise wide Oracle 10g database, RAC, VMware and other database platform software making use of IBM’s Rational Enterprise Application Suite, Rational Unified Process, and Unified Configuration Management. Led engagement that defined and developed Java/J2EE industry standard, web based technical solution comprised of the following components: BEA v8.0 Application Platform Suite (APS) providing web infrastructure, user interface, application server, directory management services, Java and J2EE development environment.


Averaged $40M consulting revenue a year over 10 years.

Generated average of $15M follow on work a year over 10 years.

Managed total account Head Count of 200 per year.

Implemented 25+ 11i and R12 applications. Led more than 5 different first of a kind solution for 11i and R12 applications.


Revenue = Average of $50M a year on track to hit $62M over perform target.

Margin $ 117% of goal.

Bookings/backlog of $60M

Pipeline $89M.

Headcount increased from 93 to 257 over 10 years.

Oracle Senior Practice Director

11/98 – 2/01

UUNet. Responsible for the marketing, sales, executive relationships and on-site management of the account, it’s associated practice - P & L, executive relationships and 2 large projects. One project was an 11.03 SCM applications implementation. The other was an 11i applications implementation project. Turned around Phase 1 of the Supply Chain project in 8 months. It ended with high client satisfaction and follow on contract for $41m. 11i project has now been running for 1 year with highly satisfied client


$27M consulting revenue in 2001.

$3M follow on phase 1 with $38M phase 2.

Managed total account Head Count of 150.

High degree of client satisfaction.

Client reference for Service Delivery Platform product and consulting.

Implemented 25+ application

Ajilon, Price Waterhouse, Cap Gemini Vice President Project Management/PMO and ERP

1985 - 1997

Worked with executive management, practice directors, and other staff to build Project Management/PMO and ERP practices.

PM practice generated $9m revenue per year. ERP practice generated $6m revenue per year.

Led the pursuit and delivery of a Project Management Office engagement that assisted an international telecommunications firm in the design and development of a $450m+, 37-site global BaaN Supply Chain Management implementation. Reduced per site deployment cost by $900K, reduced per site deployment time by 3 months. Grew initial engagement from $200K to $3m+/year.

Built PM and ERP practices on relationships with Microsoft, ABT, BaaN and Oracle.

Played leadership role in preparing Ajilon for SEI CMM assessment. Resulted in Ajilon receiving overall CMM level 2 certification with Project Management and ERP practices receiving a 3.2 rating.

Worked with CTO and Delivery Management to establish standard estimating and delivery QA processes and tools that resulted in 7-13 percent increase in project profitability and reduced number of projects with cost over runs by 30%.

Generated standard/best practice deliverable templates that reduce fixed price project costs 6% and reduced Time and Material project duration by 1-4 weeks.

Developed corporate & regional performance and quality metrics, and their reporting and compliance systems.

Oracle Project/Practice Lead

Developed business case for, initiated, and led National Non-Profit Oracle practice. Led pursuit and delivery of $100m Oracle applications 10.7 implementation project. Effort included Help Desk, LAN, WAN, asset management, legacy applications management, and customization and implementation of 20+ Oracle applications.

Led pursuit and delivery of 10-year, $100m, 85+ staff, transformational outsourcing engagement with one of the largest non-profit organizations in the US.

Engagement increased client’s sales per employee 22%. Reduced cost per sale 27%. Reduced inventory costs 41%.

Oracle 10.7 applications included: HR, Benefits, Payroll, GL, AR, AP, FA, PO, Projects, Inventory, OE, WIP, BOM, Engineering, Sales and Marketing, Sales Compensation, Sales Analyzer, Financial Analyzer, Alerts, Workflow.

Built practice on strategic business alliance and relationships with the dominant players in the non-profit market place: Oracle, Crestar Bank, and National Computer Systems.

Led successful ISO-9001 triennial recertification effort.

Renegotiated 9 data center and systems contracts resulting in $16m per year cost savings over 5 years.

Deployed first Federal Government Internet based financial aid web site resulting in 29% increase in participation in the program.

Led multiple successful Electronic Commerce proposal efforts for ED, Treasury, and SBA that generated $11m in revenue while substantially broadening the participation of staff in the proposal process.

Played leadership role in developing Project Management methodologies for PW Government Practice.


MBA/MS IT Project Management George Washington University 1995

MA Defense Policy Georgetown University 1985

BA Political Science Northwestern University 1983

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